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Lower

Court St.

Operating Budget for Court St.

FY2014
Revenues Actual
Monthly Rental 9,000
Activity-based Rentals 34,200
Secondary Space Rental

43,200
Expenses
Building Manager 2,050
Maintenance Specialist 7764
Building Services 1,250
Utilities 34,226
Supplies 522
Maintenance O74

5,528
Result of Operations -12,328
GSF 33,800
Building Services/st $ 0.04
Utilities; sf $ 1.01
Supplies/sf $ 0,02
Maintenance,/st $ 0,29

CPI Escalator

Main Tenant Rental
Rental Period
Rent/Pariod
Rentals
Effective Rent/sf
Theater Space Rentals
Rental Period
Rent/Period
Rentals
Rehearsal Hall Rentals
Rental Period
Rent/Period
Rentals
Classsroom Rentals
Rental Period
Rent/Period
Rentals

wi i oF

FY2015
Actual
9,000
39,300

48,300

2,110
8,022
1,400

27,228
1,066
6,996

56,822

~8,522

33,800
0.04
1.10
0.03
0.21

oF oF 66

FY2016
Actual
9,000
24,825

33,825

2,173
18,181
1,400
41,877
1,815
11,317
76,463

42,638

33,800
0.04
1.24
0.04
0.39

FY2017 % FyY2018 %&
Budget Chg Projected Chg
9,000 24,000
35,000 44,632
5,000
44,000 73,632
2,260
18,908 2% 19.475 3%
900 1,518
$1,500 49,425
2,500 1,757
12,500 8,783
88,568 74,958
-44,568 “1,326
33,800 19,000
$ 0.03 200% $ 0.08 3%
$ 1.52 50% $ 229° 3%
$ C.07 25% $ 0.09 3
$ 0.37 25% § 046 3%
3% 3%
Monthly Monthly
$ 250.00 $2,000.00 3%
36 12
$ O27 $ 1.26
Daily Daily
$ 300.00 3% $ 309.00 6%
117 2% 120 = 3%
Four-hour
$ 80.00 6%
100 «6%
Four-hour
$ 25.00 en
700

FY2019
Projected
24,720
48,967
5,618
79,205

70,060
1,563
Aa 727
1,809
9,047
77,206

2,099

19,000
3 0.08
$ 2.35
$ 0.10
$ 0.468

Monthly
$2,060.00
iz
$ 1.30

Daily
& 327.54
124

Four-hour
$ 63.00
106

Four-hour
$ 26.50
106

Che

3%

a6
oo
3%
3%

3%

3%

oo

oo

3%
6%

on

FY2020

%%

Projected Chg

25,462
52,210

6,134
83,805

20,662
1,610
46,069
1,864
9,318
79,523

4,282

19,000
0.08
Z.42
0.10
0.49

7 i) 6) 65

Monthly
$2,121.80
12

$ 1.34

Daily
$ 337.37
127

Four-hour
$ 54.59
112

Four- hour
$ 27.30
112

3%

3%
3%
3%
3%

3%

3%

3%

3%

3%
6%

FyY2021
Projected
26,225
55,674
6,697
88,596

21,281
1,658
47.451
1,920
9,598
81,908

6,687

19,000
0.09
2.50
0.10
0.51

nn wf

Monthly
$2,185.45
12
$ 1.58

Daily
$ 34749
131

Four-hour
$ 56.23
119

Four-hour
$ 28.11
119

Webb Management Services Inc.

Page 23

PREFERRED DEVELOPMENT SITE

e Access to parking

e Visibility on Main Street
e Proximity to retail

e Adequate footprint

Bruner/Cott Architects

MAIN OTREET PERFORMING ARTS CENTER

Bruner/Cott Architects

MAIN STREET PERFORMING ART

— HIGH ST ‘*
: PARKING
GARAGE

AV ENTRANCE

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, FROM MAIN STREET

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Bruner/Cott Architects

MAIN STREET PERFORMING ARTS CENTER

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STAIR

Street Level

Bruner/Cott Architects

MAIN STREET

STAIR
RESTROOMS
500 SF
. = LOBBY = bee
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STAIR

Second Floor

MAIN STREET PERFORMING ARTS CENTER

Capacity z

000 tiered seating
1,000 standing
990 tables& chairs S

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THEATER LAYOUT - 500 SEATS

76-0

Bruner/Cott Architects

MAIN STREET PERFORMING ARTS CENTER

Scope

30,000 total sf, 2 floors

interior and exterior renovation

new theater, support facilities, entry lobby, event space, retail

Budget
$15.5m projected total project cost

First Floor Before

Bruner/Cott Architects

OM

Operating goals for a new arts + events center

Present high-quality arts and entertainment programming of
interest to the permanent population and other visitors to the
area.

Support local businesses, government and citizens with
professional meeting and event facilities.

Provide affordable access to well-equipped performance,
rehearsal, and support spaces for users that are working towards
the cultural development of Nashua and the region.

Contribute to the economic vitality of Nashua and the wider
region with active facilities that drive economic and community
development.

Utilize a sustainable business model primarily driven by earned
income.

LDA DDD DOD A

Webb Management Services Inc. Page 31

OM

Governance recommendations

In this case we recommend that the City of Nashua be the owner and and operator,
with at least two partners:

1. A foundation to raise money and represent the interests of the private sector.
2. Aprogrammer to bring cultural and entertainment events to the new facility.

We make this recommendation given:

The City has the resources and the ability to recruit the skills required to manage
the Center, and the City’s mandate to serve local residents is consistent with our
operating goals of providing access and support to local and regional residents
and visitors.

The Foundation can play a role through the renovation, leading the private sector
component of the capital campaign and providing guidance and advice to the City
as the project advances. Once the Center opens, the Foundation can play an
ongoing role in fundraising for annual support, taking some responsibility for
programming, education, and outreach. That promise of an ongoing role will be
important to drive private sector financial support for construction and operations.

A programmer can be solicited through a competitive bid process and be
contracted to take the risk on programming the Center.

LD DDD DOD

Webb Management Services Inc. Page 32